0%
Activation of covered employees.
CLIENT CASE · CONVERT, THEN RETAIN · CORPORATE HEALTHCARE
Activation rose from 12% to 20%: every contract began delivering what was sold.
An executive and occupational health screening network with R$16 million in annual revenue and 380 corporate clients sold well but delivered little: only 12% of covered employees completed their exams. In six months, Leverage Now reorganized activation across the existing client base, increasing monthly revenue by 57% without adding a single real to acquisition spend. The work then moved to contract renewals.
- Industry: Healthcare, corporate health screening.
- Focus areas: Convert, then Retain.
- Engagement: Six months.
- Reference product: Leverage Unlock.
12% → 20% activation of covered employees
Evolução registrada em seis meses.
ANONYMIZED CLIENT CASE. Metrics reflect progress recorded during the stated project period.
Highlighted results
600 → 1,000
Exams completed per month.
47 days → 9 days
Time to first appointment after contract release.
0%
Missed scheduled exams.
0%
Facility capacity utilization.
R$1.34M → R$2.11M
Monthly revenue.
0%
Operating margin.
0%
Renewal of contracts expiring during the period.
Os indicadores refletem a evolução registrada no projeto durante o período informado.
Starting point and challenge.
The model was proven: 380 companies purchased health screenings for leaders and teams. The problem began after signature. Employee lists arrived in separate spreadsheets, appointments depended on employees calling, and no one measured how much of each contract became a completed exam. Because the company billed per exam, 88% of the covered employees sold generated no revenue.
The challenge
Leadership interpreted low activation as a relationship issue with client HR teams, while renewals relied on visits and discounts. The commercial manager role had been vacant for five months, and the CRM tracked the contract sale rather than the covered employee journey.
The four methodology areas and five risks pointed to this priority sequence: Convert, then Retain. Prioritization considered potential impact, time to results, required effort, and cross-functional dependencies.
APPROACH
From prioritization to execution.
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Diagnosis and prioritization
We measured all four methodology areas and compared activation, no-shows, and capacity by facility. Convert emerged as the priority; Retain was documented as the second area.
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Data foundation
We imported covered employees from every contract into the CRM with clear statuses—uncontacted, scheduled, completed, and no-show—and built an activation dashboard by company. We set a service level: first contact within 48 hours of contract release.
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Activation cadence
We implemented a five-touch WhatsApp and email cadence, on-site scheduling windows negotiated with HR, reminders 72 and 24 hours before appointments, and automatic rescheduling after no-shows. A weekly scorecard tracked activation, bookings, attendance, and exams by facility.
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Second area: outcome-led renewals
Each client HR team began receiving a monthly activation report, so renewals no longer depended on discounts. The premium B2C offer was extended to family members of participating executives.
What changed during the period.
Monthly exams nearly doubled using existing capacity, taking monthly revenue from R$1.34 million to R$2.11 million and spreading fixed facility costs across more volume. Operating margin rose by twelve points. Of the contracts that expired during the period, 90% renewed, compared with 76% in the previous six months. The 40% activation target remained in the 18-month plan, and a commercial manager joined in month three to lead an already designed process.
What changed in practice.
Antes
- Before
- Covered employees stored in separate company spreadsheets; activation was not measured
- Employees had to call to schedule an exam
- Renewals depended on visits and discounts
- Commercial manager role vacant; leadership owned both sales and activation
- 88% of covered employees generated no revenue
Depois
- After
- CRM statuses for each employee and an activation dashboard by contract
- Five-touch cadence and on-site scheduling windows negotiated with HR
- Renewals supported by monthly outcome reports
- Manager hired to run a designed and measured process
- 20% activation, with a target of 40% within 18 months
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